How to help workers believe the ‘why’ behind change

—Alex and Becca

December 2025

In today’s business environment, transformations are a fact of life. But despite their ubiquity, they remain incredibly challenging to pull off. McKinsey has long studied this phenomenon. More than 20 years ago, our research laid the foundation for the “influence model,” a framework for shaping the mindsets and behaviors of employees during large-scale change efforts. A decade later, the authors of this McKinsey Quarterly classic observed that while the principles of the influence model may seem obvious, organizations too often embark on change journeys without focusing on them—even though transformations that follow these principles stand the best chance of success.
 
The secret lies in four key actions. First, foster understanding and conviction. Leaders often assume the “why” behind a change effort is clear, but it may not be. A compelling change story can help spread the message and serve as an important influencing tool. Second, reinforce changes through formal mechanisms. This involves understanding the incentives your employees really want. (Spoiler: It’s not always more money.) Third, develop talent and skills, bearing in mind that people are more likely to embrace change if they believe their efforts will make a difference. Finally, role model the desired change—and not just from the top. Sometimes, key opinion leaders further down in the organization can be even more influential. 

For more on the principles that can help guide successful transformations, read our 2016 classic “The four building blocks of change.”

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—Edited by Drew Holzfeind, editor, Chicago 

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